organizational behavior individual differences. © 2003 prentice hall inc. all rights...

Organizational BehaviorOrganizational Behavior

Individual Differences

© 2003 Prentice Hall Inc. All rights reserved. 2–2

Organizational BehaviorOrganizational Behavior


Contributing Disciplines Within the OB FieldContributing Disciplines Within the OB Field

Psychology Sociology Social Psychology Anthropology Political Science


Contributing Disciplines to the OB FieldContributing Disciplines to the OB Field


Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)


There Are Few Absolutes in OBThere Are Few Absolutes in OB

ContingencyContingencyVariablesVariablesx y


Primary dependent variables Primary dependent variables

Dependent variables are the key factors that you want to explain or predict and that are affected by some other factor.

– Productivity– Absenteeism– Turnover – Organizational citizenship– Job satisfaction


The Dependent Variables (cont’d)The Dependent Variables (cont’d)


The Independent VariablesThe Independent Variables

IndependentIndependentVariablesVariables

IndependentIndependentVariablesVariables

Individual-Level Individual-Level VariablesVariables

Individual-Level Individual-Level VariablesVariables

OrganizationOrganizationSystem-LevelSystem-Level

VariablesVariables

OrganizationOrganizationSystem-LevelSystem-Level

VariablesVariables

Group-LevelGroup-LevelVariablesVariables

Group-LevelGroup-LevelVariablesVariables


Organization Level variablesOrganization Level variables

Organizational behavior reaches its highest level of sophistication when we add formal structure.

The design of the formal organization, work processes, and jobs; the organization’s human resource policies and practices, and the internal culture, all have an impact.


Group-level variablesGroup-level variables

The behavior of people in groups is more than the sum total of all the individuals acting in their own way.

People behave differently in groups than they do when alone.

People in groups are influenced by: – Acceptable standards of behavior by the group– Degree of attractiveness to each other– Communication patterns– Leadership and power– Levels of conflict


Individual-level variablesIndividual-level variables

People enter organizations with certain characteristics that will influence their behavior at work.

The more obvious of these are personal or biographical characteristics such as age, gender, and marital status; personality characteristics; an inherent emotional framework; values and attitudes; and basic ability levels.

There is little management can do to alter them, yet they have a very real impact on employee behavior.

Four other individual-level variables: perception, individual decision making, learning, and motivation.


Biographical CharacteristicsBiographical Characteristics


AbilityAbility


• Number aptitude

• Verbal comprehension

• Perceptual speed

• Inductive reasoning

• Deductive reasoning

• Spatial visualization

• Memory

• Number aptitude

• Verbal comprehension

• Perceptual speed

• Inductive reasoning

• Deductive reasoning

• Spatial visualization

• Memory

Dimensions ofIntellectual Ability

Dimensions ofIntellectual Ability


Physical AbilityPhysical Ability


Other Factors

• Body coordination

• Balance

• Stamina

Other Factors

• Body coordination

• Balance

• Stamina

Nine Physical AbilitiesNine Physical Abilities

Strength Factors

• Dynamic strength

• Trunk strength

• Static strength

• Explosive strength

Strength Factors

• Dynamic strength

• Trunk strength

• Static strength

• Explosive strength Flexibility Factors

• Extent flexibility

• Dynamic flexibility

Flexibility Factors

• Extent flexibility

• Dynamic flexibility


Ability-JobFit

The Ability-Job FitThe Ability-Job Fit

Employee’sEmployee’sAbilitiesAbilities

Job’s AbilityJob’s AbilityRequirementsRequirements


Behavior ModificationBehavior Modification

Problem-solving Model

• Identify critical behaviors

• Develop baseline data

• Identify behavioral consequences

• Apply intervention

• Evaluate performance improvement

Problem-solving Model

• Identify critical behaviors

• Develop baseline data

• Identify behavioral consequences

• Apply intervention

• Evaluate performance improvement


OB MOD Organizational ApplicationsOB MOD Organizational Applications

Well Pay versus Sick Pay– Reduce absenteeism by rewarding attendance,

not absence. Employee Discipline

– The use of punishment can be counter-productive.

Developing Training Programs– OB MOD methods improve training

effectiveness. Self-management

– Reduces the need for external management control.


Other Individual DifferencesOther Individual Differences

In addition to biographical data, we look at individual:– Values– Culture– Attitudes – Personality

to help explain differences in the dependent variables.


ValuesValues


Types of ValuesTypes of Values


Values in the

Rokeach Survey

Values in the

Rokeach Survey


Values in the

Rokeach Survey(cont’d)

Values in the

Rokeach Survey(cont’d)


Mean Value Rankings of Executives, Union

Members, and Activists

Mean Value Rankings of Executives, Union

Members, and Activists


Dominant Work Values in Today’s WorkforceDominant Work Values in Today’s Workforce


Hofstede’s Framework for Assessing CulturesHofstede’s Framework for Assessing Cultures


Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)


The GLOBE Framework

for Assessing

Cultures

The GLOBE Framework

for Assessing

Cultures

• Assertiveness

• Future Orientation

• Gender differentiation

• Uncertainty avoidance

• Power distance

• Individual/collectivism

• In-group collectivism

• Power orientation

• Humane orientation

• Assertiveness

• Future Orientation

• Gender differentiation

• Uncertainty avoidance

• Power distance

• Individual/collectivism

• In-group collectivism

• Power orientation

• Humane orientation


AttitudesAttitudes


Types of AttitudesTypes of Attitudes


The Theory of Cognitive DissonanceThe Theory of Cognitive Dissonance

Desire to reduce dissonance

• Importance of elements creating dissonance

• Degree of individual influence over elements

• Rewards involved in dissonance

Desire to reduce dissonance

• Importance of elements creating dissonance

• Degree of individual influence over elements

• Rewards involved in dissonance


Measuring the A-B RelationshipMeasuring the A-B Relationship

Recent research indicates that the attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.

Moderating Variables

• Importance of the attitude

• Specificity of the attitude

• Accessibility of the attitude

• Social pressures on the individual

• Direct experience with the attitude

Moderating Variables

• Importance of the attitude

• Specificity of the attitude

• Accessibility of the attitude

• Social pressures on the individual

• Direct experience with the attitude


Self-Perception TheorySelf-Perception Theory


An Application: Attitude SurveysAn Application: Attitude Surveys


Sample Attitude SurveySample Attitude Survey


Job SatisfactionJob Satisfaction

Measuring Job Satisfaction– Single global rating– Summation score

How Satisfied Are People in Their Jobs?– Job satisfaction declined to 50.7% in 2000– Decline attributed to:

• Pressures to increase productivity• Less control over work


The Effect of Job Satisfaction on Employee Performance

The Effect of Job Satisfaction on Employee Performance

Satisfaction and Productivity– Satisfied workers aren’t necessarily more

productive.– Worker productivity is higher in organizations

with more satisfied workers. Satisfaction and Absenteeism

– Satisfied employees have fewer avoidable absences.

Satisfaction and Turnover– Satisfied employees are less likely to quit.– Organizations take actions to cultivate high

performers and to weed out lower performers.


Responses to Job DissatisfactionResponses to Job Dissatisfaction


How Employees Can Express DissatisfactionHow Employees Can Express Dissatisfaction


Job Satisfaction and OCBJob Satisfaction and OCB

Satisfaction and Organizational Citizenship Behavior (OCB)– Satisfied employees who feel fairly treated by

and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.

organizational behavior individual differences. © 2003 prentice hall inc. all rights...

Documents

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ob field slide

organizational behavior

ob field contd slide

physical ability slide

power levels of conflict

contributing disciplines

behavior of people